Corporate view: Leadership roles offer growth opportunities through recruitment, development and retention of fellow representatives, by opening new offices, strengthening existing ones and supplying the overall structure and support to maintain and grow the Network.leadership opportunities include:
L.E.A.D.Through the L.E.A.D. (Leadership through Education, Achievement & Development)
L.E.A.D.Through the L.E.A.D. (Leadership through Education, Achievement & Development)
1.Lead a group of energized college interns
2.Assist in the recruitment and selection process in order to build a cohesive unit of productive full-time financial representatives.
3.Take on the unique challenge of balancing personal production and managing a district network office.
4.Create a vision and be responsible for the overall success of a network office.
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General View: "Leadership is about having the self-confidence to do what is right even when it is not popular."
## How often are businesses people told to show leadership skills, but not taught what that means? You can yell to people from the highest mountaintop to be leaders, but if you don't help them to understand what leadership means, what ability do they have to change their behavior? How do you help people to feel confident doing what is right when it is not necessarily the popular thing to do?
The mantra is not about arrogance. It does not operate under the auspice that you know everything, and thus, your decision is always the right one. Those of you who are Greek mythology fans would call this hubris. No one knows everything. However, it is always easiest to follow the popular direction and not research to form your own opinion of what is right. In today's information world, there is no excuse for not taking a few minutes to research meaningful decisions before making them.
The mantra is not an advocation for insubordination. Yes, that sales person was correct. His manager is the boss. However, managers don't always have all of the necessary information to make an informed, educated decision. Managers count on their employees to share with them, in a diplomatic manner, information that will help them make the right decision. Few managers try to make decisions without the counsel of others. However, not enough employees step up and raise their concerns early in the process. They are masters of water-cooler speaker. "That will never work. They don't know about this factor that will cause the project to fail."
Executives have some responsibility for this issue. Employees are often fearful of repercussion when sharing their thoughts, particularly when they are not consistent with the mainstream feeling (a.k.a. not the popular opinion). "Rather than get rebuked, I'll keep my mouth shut."
Companies need to create a culture where it is not only acceptable, but encouraged, for employees to raise their hand before the ship hits the iceberg. Growth comes from people challenging the status quo and feeling confident that they can present ideas, in contradiction to the popular, without retribution. At the same time, companies should show intolerance for those who fail to raise their hand, but say, "Yup, I knew we would sink when we hit the iceberg. I knew it all along."
The "ivory-tower" is famous, or is it infamous, for making decisions without having all of the most relevant information to do so prudently. The "ivory tower" is called a tower because of the gap between executives and employees. That gap might as well be an ocean if employees are not empowered to share what they feel is right when it is not popular. If it is culturally encouraged for employees to participate in decision-making, data gathering, the company is better positioned to be successful. Oftentimes, the best ideas are found by talking with those who do the work every day. People need to feel empowered to share what they feel is right. Some refer to this as "no sacred cows."
The mantra is not an advocation for insubordination. Yes, that sales person was correct. His manager is the boss. However, managers don't always have all of the necessary information to make an informed, educated decision. Managers count on their employees to share with them, in a diplomatic manner, information that will help them make the right decision. Few managers try to make decisions without the counsel of others. However, not enough employees step up and raise their concerns early in the process. They are masters of water-cooler speaker. "That will never work. They don't know about this factor that will cause the project to fail."
Executives have some responsibility for this issue. Employees are often fearful of repercussion when sharing their thoughts, particularly when they are not consistent with the mainstream feeling (a.k.a. not the popular opinion). "Rather than get rebuked, I'll keep my mouth shut."
Companies need to create a culture where it is not only acceptable, but encouraged, for employees to raise their hand before the ship hits the iceberg. Growth comes from people challenging the status quo and feeling confident that they can present ideas, in contradiction to the popular, without retribution. At the same time, companies should show intolerance for those who fail to raise their hand, but say, "Yup, I knew we would sink when we hit the iceberg. I knew it all along."
The "ivory-tower" is famous, or is it infamous, for making decisions without having all of the most relevant information to do so prudently. The "ivory tower" is called a tower because of the gap between executives and employees. That gap might as well be an ocean if employees are not empowered to share what they feel is right when it is not popular. If it is culturally encouraged for employees to participate in decision-making, data gathering, the company is better positioned to be successful. Oftentimes, the best ideas are found by talking with those who do the work every day. People need to feel empowered to share what they feel is right. Some refer to this as "no sacred cows."
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